Innovating Shakespeare: The Politics of Technological Partnership in the Royal Shakespeare Company’s The Tempest (2016)

Innovating Shakespeare: The Politics of Technological Partnership in the Royal Shakespeare Company’s The Tempest (2016)

Blog Article

This article examines the Royal Shakespeare Company’s (RSC) recent focus on digital ‘innovation’ by analysing the relationship between their emerging digital-focused business practices and digital performance practice for The Tempest (2016).To assess this relationship, I first review the socioeconomic context of Wooden Toy 21st century neoliberal UK economic policy that encourages arts organisations such as the RSC to participate in innovative digital production practices.I follow with a definition and deconstruction of ‘innovation’ as a key term in UK economic policy.I then demonstrate how the RSC has strategically become involved in innovation practices throughout the 2010s.

I will then analyse the digital, motion-capture performance practices the RSC developed in partnership Baggies with Intel and motion-capture studio The Imaginarium for The Tempest.In doing so, I will demonstrate that The Tempest serves to legitimise the RSC’s status as a competitor and collaborator in the wider digital economy.